GREECE : Central Greece Region Invest in Greece - Synergassia

Home , Central Greece, Central Greece (region), Delphi (modern town), Evrytania, Phocis, Phthiotis

An initiative of the national agency to

Towards a more consistent and effective administrative map Greece has a central government system with a recently overhauled 2- National IPA established in 1996 / Status: State-owned agency tier local democracy. A priori state control was abolished in the 1980’s Regional initiative launched in 2006 / Case study: Central Greece region but the sharepromote of local governments regional ininvestment national public opportunities expenditure has remained relatively low (4.3% of GDP for 2010). The 2010 reforms Missions abolished the 57 prefectures, maintained the 13 Regions (also called Promoting & facilitating investment Engaging stakeholders Peripheries) and amalgamated the thousands of Greek municipalities Identifying market opportunities; Provid- Promoting Greece internationally; and communities into 325. Seven decentralized administrations, each ing foreign investors with free assis- Enlarging the audience of Greek re- grouping 1 to 3 Regions, were established and headed by elected tance, analysis, advice & aftercare sup- gions; Supporting local authorities with Heads of Regions. Municipalities and Regions, headed by popularly- port; Implementing the Fast Track law investment promotion activities elected Mayors, Councils and Heads of Regions, share responsibilities Resources for welfare and social services, licensing, education, infrastructure, etc. The most relevant player in economic development is now the Region. Annual budget : EUR 5.2 M (2009) 35 employees / 2 Departments Reporting to and funded by the govern- (Attraction and implementation of The growing influence of local players on regional development ment (Ministry of Regional Development strategic investments; Handling of non- and Competitiveness + Ministry of State) strategic investments) Even though new to Greece, local development agencies have multi- plied rapidly. However, most of them took the form of companies dedi- Governance cated solely managing EU-funded projects, depending directly on EU- Board of Directors: 9 members Executive Chairman & CEO (board related contracts (with complementary financial support from local 4 appointed by the government and 5 members) appointed respectively by government when needed). Sometimes geographically overlapping, representatives of national federations the Minister of Sate & the Minister of they competed with each other as well as with local technical offices, (business federation, bank association, Regional Development & Competitive- making central government intervention necessary. The "Kallikratis" labour federation, confederation of ness / Postgraduates in economics with trade, association of tourism enterprises) major executive & academic experience plan, named in honour of an ancient Greek architect, brought about much-needed local government and development process reforms. This More info resulted in a new administrative architecture, leading to powerful and Web www.investingreece.gov.gr Invest in Greece efficient municipalities armed with new powers and resources, and self- administering regions with key responsibilities, such as handling the Email [email protected] 3 Mitropoleos Street regional programmes of the National Strategic Reference Framework. Phone +30 210 335 5700 Athens 105 57, Greece

for the programme GREECE : Central Greece Region Invest in Greece - Synergassia

An internally-run initiative committing all stakeholde

Committing all stakeholders to regional development A specific promotion strategy centred on 3 key areas: Launched in 2006, the Synergassia initiative originated when Invest in 1. Creation of an online portfolio of real estate and investment oppor- Greece (IiG) realised that a) involving local stakeholders in promoting tunities per prefecture (in cooperation with the local communities): their region would more likely result in projects that they would accept regional official investment plans, catalogue of land available for because they perceive them to be appropriate, effective and sustain- investment, etc.; able b) international stakeholders (foreign diplomats in Greece) knew 2. Cooperation with local government bodies (especially KYE and very little about regional business opportunities (gap in the flow of KETA):rs awareness-raisingto promoting andinvestme capacity-building seminars on invest- information) and c) regions were eagerly looking for ways to promote ment promotion, dialogue and partnerships with local stakeholders their comparative advantages abroad. Synergassia was therefore set up to increase the potential for business activity based on local financial as an umbrella programme covering a broad range of activities to assist capacity, etc.; in the development of regional Greece. It creates bridges between 3. Promotion of regional investment opportunitiesnt in Greece’s to foreign regionsdiplomats domestic and international business communities and the regions, tar- (in partnership with the regions): presentation of each region’s com- geting sectors and products with growth potential. parative advantages, organisation of business exploring trips to the regions to reinforce the outward orientation of Greek companies (8 Strong support from local and regional government bodies trips were organised from 2006 to 2010, including Central Greece). Synergassia is an internally-run project that involves many local stakeholders: regions, prefectures, municipalities, investor reception centres An interactive map of investment opportunities by region (KYE), business and technological development centres (KETA), chambers of commerce, federations of industries, technoparks, universities, industrial areas, local companies, port authorities etc. Established as part of Greece’s Competitiveness programme (funded by the European Regional Development Fund), KYE and KETA are located at the development office of every prefecture and employ 2 to 4 people. KYE coor- dinates all public services participating in business establishment procedures, acting as a "one-stop" to assist investors/entrepreneurs. KETA provides information and support to SMEs. This well-organised framework appears as an alternative to the usual model of regional development agencies, less necessary in a small country.

Implementation & communication: using available resources & tools to maximise impact

A team initiative A communication strategy focused on 3 main objectives: Within Invest in Greece, 3 units are actively involved in the implemen- 1. Provide accurate information to potential foreign investors on invest- tation of the Synergassia initiative: ment opportunities in Greece (external);  the Stakeholders Bureau (coordination and contact with diplomats); 2. Create awareness of Greece's business-friendly environment abroad,  the Communication Unit (all communication issues); with “Greece. Business Naturally” as motto (external);  the Investor Support Unit (relations with local authorities and firms). 3. Disseminate information on IiG's strategy and services domestically. Approximately 3 staff members (1 from each unit) are committed to  Process: Policy formulation and action plan implementation by effectively organise each mission. the Communication Unit / Outsourcing of graphic and web design Every year, IiG dedicates some EUR 25,000 to Synergassia. In addition,  Staff: 4 people each prefecture concerned brings around EUR 60,000 to the budget  Sectors: Tourism; Microelectronics; Biotechs & Chemicals; available for the mission. Finally financing relies heavily on local spon- Transport; Food & Beverage; Renewables & Environment sors. This leverage enables the organisation of 2 to 3 business trips. Dipping into the toolkit and adapting to the project’s content Depending on the project, one or more of the following actions are implemented: ad campaigns in print and electronic media; press releases, interviews, media relations; participation in conferences, high- profile exhibitions and business missions; organisation of meetings, B2Bs and information sessions; sending of information packages to interested parties; website; newsletter. It is also the case for Synergas- sia activities. Even though the initiative has its own philosophy, logo and designs, which were developed by the Communication Unit in cooperation with an advertising agency, it is promoted through the IiG website, in a dedicated section. A one-page ad is also inserted in the local print media before every mission to a region. Flash videos, tem- plate presentations, press releases and interviews are also used. These actions resulted in media coverage of about 50 published articles, which raised stakeholders’ awareness of the Synergassia initiative.

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Invest in Greece - Synergassia in - Synergassia Greece Invest well-designed tools and methodologies

GREECE :

foreign diplomatic missions from Athens. This network of ambassadors is intended to generate a multiplier effect, enabling more investors to marketin than a direct be reached by on an equal basis with al advantages and disseminate these co potentially interested parties within its networks. It works with economic and commercial counsellors of the Greek mis- Greek the of Using stakeholder networks to promote the regions counsellors commercial in Ministerial participates agency the internationally, Greece promote To and economic visits abroad and has de with works It sions abroad and with the economic

Prospection: assisting the regions with es), ICT, Life Sciences, Food newsletter (English), brochures , Municipality, Chamber, etc.) to seminars), collabo ted companies are identified. Their d activities for promotion cation and showcase its unique advantages and & Beverage, Environmental Management, Industry nomic counsellors of foreign diplomatic representations in Athens to disseminate info, etc. (8 languages) investment opportunities Mission: Mission: experts an investment lo Implement outreaching activities to promote Greece as (renewabl Energy 12 Staff: Sectors: Tourism, Activities: Participation in Ministerial visits to foreign countries (China, USA, etc.), liaison with economic attaches at Greek embas- sies (organisation of investment Tools: Website (8 languages), Definition of objectives and expected results with local authorities; Definition of involvement of local organisations; Definition of the region’s comparative advantages for promotion; Thorough preparation of the mission. business will be presented as examples of investment opportunities. opportunities. investment of examples as be presented will business SWOT analyses are conducted with local authorities to define the objectives of the mission and the key sectors to be promoted. For each sec- and rela subsectors strategic tor, Dedicated resources, tools an      process common strategy: a promotion region’s Defining each     Before any Synergassia mission, the IiG team organises meetings with all stakeholders (Region, Prefecture applied: is methodology The following strategy. promotion the define GREECE : Central Greece Region Invest in Greece - Synergassia

Central Greece case study: the strategic process

A beautiful region in the centre of Greece STRENGTHS WEAKNESSES Occupying the Eastern half of mainland Greece, the region of Central  Geographical position  Distance from EU Markets Greece has a population of 605,329 (around 5% of the total popula-  Developed infrastructure  Regional discrepancies (GDP, tion) and a surface area of 15,549 km² (11.8% of the country’s area),  Great diversity of scenery infrastructure, population) divided into 5 prefectures (Evia, Evrytania, Phocis, Boeotia, Phthiotis).  Highly skilled labour force  Low public investments in R&D Despite a continuing downward trend, agriculture (tomatoes, cotton,  Quality natural resources  Environmental problems tobacco, potato, oil, wheat, meat, honey, fish, wood) still represents  Strong clusters in various sec- around 4% of employment and remains a key factor for cohesion in tors of activity (agri-business, rural areas. Accounting for nearly 29% of employment, industry con- tributes more than 42% of gross regional product (mineral processing, tourism, industry) manufacturing along the Chalkida - Thebes axis). Finally, the tertiary  Favourable climate conditions sector continues to grow in strength already accounting for more than  Extensive coastal areas 67% of employment. Large department stores and retailers congregate  Proximity to capital (1h drive) in urban centres. Archaeological (Delphi) and natural (Evrytania, Pho- cis) sites seek to exploit their potential and attract more tourists.

Defining a promotion strategy with the Central Greece region OPPORTUNITIES THREATS

 Process: SWOT analysis => Objectives and expected results =>  Expansion of PPPs  Recent international financial Sector analyses => Key subsectors/Investment opportunities  EU’s National Strategic Refer- crisis  Sectors: Renewables (photovoltaic panel production), Tourism ence Framework 2007-2013  Recent fiscal crisis resulting (thermal spas), Industry (aluminium production), Local goods (wine)  New investment incentive law from high public debt (followed  Zones: 4 industrial parks located in different prefectures  Further labour market reforms by reduction of public invest-  Players: Foreign Diplomatic Corps, Local Authorities and organi-  Extensive IT use ments, inflation & economic sations, Local Companies  Natural hot springs recession)  Measures: Investment incentives (up to 40% of project value,  Largest snow centre  Growing international competi- depending on sector and location), Public Private Partnerships  No 1 region in wind power tion (PPPs), EUR 525 M EU-funding for investment and support pro-  No 1 in mining & metallurgy grammes, Accelerated licensing procedures for major investments Source: Invest in Greece

[email protected] , validation Central Greece Region Greece Region Central tools and business-exploration trip [email protected] Invest in Greece - Synergassia in - Synergassia Greece Invest June 2011 - Production Production - June 2011 GREECE :

Central Greece case study: communication expenses (IiG) + accommo- (IiG) expenses orities, prefectures, chambers of of chambers prefectures, orities, of the region by representatives representatives by the region of sses. The latter explored coopera- diplomats and local businesses businesses and local diplomats t their investment opportunities at emented: exchange of contact infor- dation + organisational costs (Central Greece region + sponsors) Period: Period: countries from 19 foreign 22 diplomats Participants: 2010) 3 July - (30 June 3 days Budget: travelling EUR 12,000 for Programme: Day 1: general and sectoral overview and sectoral 1: general Day and experts from Ministries, local auth local Ministries, from and experts federations business commerce, 2: Day on-site visits to selected local businesses (manufacturer of ce- ramics machinery & photovoltaic parks, aluminium producer, vineyard) Day 3: one-to-one meetings between tion opportunities with companies from the 19 countries represented. In order to assess the results of the mission in the short- and medium- were impl activities follow-up term, completion involved, and companies diplomats foreign between mation of an evaluation form by foreign diplomats, suggestions of follow-up and promotional activities to companies. Participants expressed their satisfaction with the mission which, they said, should result in win-win re- Greece Central for the month busy a was June 2010 partnerships. of one also was it as activities, promotion international of terms in gion presen to selected regions eight the the 8th World Investment Conference in La Baule, France. A well-organised mission involving all stakeholders     microscope Central Greece and its companies under the between were organised meetings Day 3: more than 800 one-to-one busine local and 40 22 diplomats the